Unlocking the Power of Psychological Safety in Leadership Development

In which situations have you been most productive or innovative? What has helped you feel safe to speak up, be yourself at your best, and step up, even if it required taking risks and learning from mistakes?

Organizations are dynamic ecosystems, made up of complex beings with diverse identities and sometimes conflicting beliefs. Cultivating both a physical and a psychological safe environment within these complex systems leads to enhanced learning and growth, bolstering trust, confidence, curiosity and resilience. Ultimately, resulting in higher performing and healthier work environments.

Psychological safety, often defined as the belief that one can speak up, ask for help, take risks, and learn from mistakes without the fear of repercussions in a team setting, emerges as a cornerstone of team success. Google, McKinsey, and a multitude of recent engagement surveys underline its pivotal role.

So, what are the key traits of a Psychological Safe team environment?

• Clarity of Purpose and Roles: In our ever-evolving world, maintaining consistency in corporate messaging regarding the organization′s vision and its “why” (purpose) is paramount. It provides a guiding star, ensuring employees feel focused and with a common direction.Additionally, clearly defined roles and responsibilities within and across teams, enhance efficiency and psychological safety. Delegation becomes smoother, fostering autonomy – a crucial driver of team psychological safety. And the more autonomy, the more proactive and productive your team will be.
• Fostering a Learning Culture: Promoting a culture of continuous learning where giving and receiving actionable specific feedback is encouraged. Defensive responses to feedback are replaced by gratitude, self-awareness and self-improvements actions. Active listening to all team voices and learning from one another become second nature.
• Embracing Experimentation and Innovation: Creating time and space for testing and discussing new ideas and work methods is essential. Celebrating failures and the invaluable lessons they bring.
• Involve your Team: Ask for their opinion whenever possible. Explaining significant decisions and their rationale, demonstrates transparency.
• Leading by Example: Leaders who demonstrate vulnerability, welcome feedback, and exhibit humility, set the tone. Recognizing protective mindsets (controlling, complying or cynical) within the team and avoiding belittlement of others′ ideas fosters an inclusive atmosphere. Reducing hierarchy, power differentials, and status disparities further promotes psychological safety.

?Here′s how Psychological Safety may sound and look like:

• “Maybe someone has a different perspective. I’d love to hear other views. Can you share more? How would you implement that? Who would you involve?”
• “That’s a fantastic point. I believe the whole team should hear it. Can you bring it up at our meeting tomorrow morning?”

Or for example, at the end of a project or MVP (Minimum Viable Product), the leader or project manager may ask for feedback to the team (what worked well and what can be improved), listening carefully and authentically, taking notes and asking clarifying questions to understand. Thanks the team for their ideas and summarizes some key actions based on everyone′s inputs.

The Dark side

The worst enemy of psychological safety is controlling leadership. Controlling leaders dull our intelligence. Overconfidence in their knowledge and a lack of respect for others ‘contributions are their hallmarks. They are quick to claim credit for success and blame others when things don’t go well. Such leaders undermine their team′s intelligence, breed fear, and suppress the diverse voices within the organization. In words of Microsoft′s CEO, Satya Nadella, controlling leaders are the know-it-alls within an organization.

Paradoxically, controlling leaders may appear to embrace empowerment and humility, yet they continue to govern rather than trust their teams.

Conclusion

Our daily actions hold the key to a brighter, more inclusive, and innovative future.

As leaders, let's inspire our teams with vulnerability, embrace a culture of learning, and foster an environment where every voice is valued. By celebrating both successes and failures, we pave the way for psychological safety and lasting growth. How will you lead the charge toward this transformative journey?

Concept background:

The concept of psychological safety was first introduced by Dr. Timothy R. Clark in 1992. In recent years, Amy Edmondson, a Harvard Business School professor, further popularized the concept. Google′s Project Aristotle (2012) also highlights psychological safety as one of the most important factors contributing to team success.

Other related resources:

• “The Fearless Organization” by Amy Edmondson
• Free Test from “The Fearless Organization”
• “The Culture Code” by Daniel Coyle
• “The 4 Stages of Psychological Safety” by Timothy R. Clark
• “Right Kind of Wrong” by Amy Edmondson
• “Safe to Great” by Skip Bowman . In his highly recommended book, Skip unravels the impact of various leadership styles on psychological safety and growth mindset, offering real-world examples from diverse industries.